nela1richardson - Standard 5

Managerial Leadership
School executives will ensure that the school has processes and systems in place for budgeting, staffing, problem-solving, communicating expectations, and scheduling that result in organizing the work routines in the building. The school executive must be responsible for the monitoring of the school budget and the inclusion of all teachers in the budget decision so as to meet the 21st century needs of every classroom. Effectively and efficiently managing the complexity of every day life is critical for staff to be able to focus its energy on improvement.

5a. School Resources and Budget: The school executive establishes budget processes and systems which are focused on, and result in, improved student achievement.

Experiences

Interviewed district Finance Officer
Developed parent letters asking for donations for field trips

Coursework

Phase I
School Finance (Dr. Brady's Lesson)

Specialized Trainings

IEL Federal Policy Institute

Related Readings

Guthrie, J.W. (2007) Modern education finance and policy. Boston: Pearson/Allyn and Bacon.

5b. Conflict Management and Resolution: The school executive effectively and efficiently manages the complexity of human interactions so that the focus of the school can be on improved student achievement.

Experiences

Meet with assistant principals to review Behavior Matrix and develop consistent student consequences
Meet with students to discuss Disipline Referrals and consequences
Discussed with parents consequences of behavioral options
Monitored school buildings daily including participated in monthly fire drill evacuation of students in staff
Developed Dress Code Pass tickets to monitor Dress Policy attire options

Coursework

Monthly Internship Reports (discipline data)
Spring 2011 Assessment Day (letter home re: safety incident at school)

Specialized Trainings,

Social Justice
Facilitative
Data Day: EVAAS, ACRE, Metametrics. NCWise
Crucial Conversations

Related Readings

Fullan, M., & Ballew, A.C. (2004). Leading in a culture of change: Personal action guide and workbook. San Francisco, CA: Jossey-Bass.
Fullan, M., & Ballew, A.C. (2004). Leading in a culture of change: Personal action guide and workbook. San Francisco, CA: Jossey-Bass.
Carnegie, D. (1981). How to win friends and influence people. New York: Simon and Schuster.
Kotter, J.P. (1996). Leading change. Boston, Mass: Harvard Business School Press.
Patterson, K. (2002). Crucial Conversations: Tools for talking when stakes are high. New York: McGraw Hill Higher Education Press.
Theoharis, G. (2009). The school leaders our children observe: Seven keys to equity, social justice, and school reform. New York: Teachers College Press.

5c. Systematic Communication: The school executive designs and utilizes various forms of formal and informal communication so that the focus of the school can be on improved student achievement

Experiences

Maintained a parent contact log also, communicated with parents in email format

Coursework

Spring 2011 Assessment Day (letter home re: safety incident at school)

Specialized Trainings

Crucial Conversations

Related Readings

Covey, S.R. (2004) The 7 Habits of highly effective people: Restoring the character ethic. New York: Free Press.
Patterson, K. (2002). Crucial Conversations: Tools for talking when stakes are high. New York: McGraw Hill Higher Education Press.

5d. School Expectations for Students and Staff: The school executive develops and enforces expectations, structures, rules, and procedures for students and staff.

Experiences

Provided parents support in scheduling teacher conferences to discuss student achievement
Developed Transition Academy Norms with middle and high school staff

Coursework

Specialized Trainings
Facilitative Leadership

Readings

Theoharis, G. (2009). The school leaders our children observe: Seven keys to equity, social justice, and school reform. New York: Teachers College Press.

Artifacts

Dress Code Pass.doc

Parent/Teacher Contact Follow-up Email